Goldberg’s Rule

by Friesen Group on September 9, 2010

In Thinking in Time: The Uses of History for Decision-Makers, Neustadt and May* tell about their encounter with Avram Goldberg, CEO of Stop and Shop in New England. He told them that his approach to problem solving is, “When a manager comes to me, I don’t ask him, ‘What’s the problem?’ I say, ‘Tell me the story.’ That way I find out what the problem really is.”

Once the story is told, it’s time for the conversation participants to use critical thinking skills:

Use the reporter’s checklist for inquiries: who, what, why, when, where, how, with what effect?

What is the story advocating and assuming?

What is the central concern or challenge and the corresponding opportunity?

What is the history of the situation? Who are the key players? How have they interacted through time?

What new facts, if presented, would cause you to change your assumptions, direction, or decision?

Beginning with a story and following with these clarifying questions works can develop a deeper awareness of the factors influencing the situation at hand. Collaborative conversations that look deeply at a situation allow for learning and good decision-making. And, beyond improving performance, research by Dr. Richard Boyatzis* from Case Western Reserve University demonstrates that leaders who spend time coaching and mentoring others reduce their own stress levels.